Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Elkins Sales Tax and Strategic Plan Expenditures


Published on

Presentation by Jessica Sutton, City Clerk of Elkins, West Virginia. Topic is progress (as of October 2019) toward strategic plan goals and use of sales-tax revenues to accomplish them.

Published in: Government & Nonprofit
  • Be the first to comment

  • Be the first to like this

Elkins Sales Tax and Strategic Plan Expenditures

  1. 1. ELKINS STRATEGIC PLAN AND SALES TAX 2019 YEAR END REVIEW The Elkins 2018-2023 Strategic Plan was developed by elected and appointed officials, facilitated by Tom Heywood, as a guide to direct the resources and attention of the City. The plan was adopted in late September of 2018. Today I’ll be presenting a snapshot of that plan and our progress to date. 1
  2. 2. 2023 VISION STATEMENT: The first section of the Strategic Plan is a two-page, 669-word Vision Statement. This slide shows a word cloud representation of that statement which embodies how the plan contributors envisioned Elkins in 2023. It includes such goals as population growth over 10,000; a strong, diversified economy; being not only a gateway, but a destination for tourism; and, finally, earning the title of “most livable city in WV”. 2
  3. 3. REDEVELOPMENT/BEAUTIFICATION OF DOWNTOWN 29% 35% 35%1 STRATEGIC AREA#1 Completed % Past Due % Not Yet Due % This strategic area focuses on the livability of our city including safety, beautification, vehicle & pedestrian access and economic development. 4
  4. 4. CREATE A FUND FOR DEMOLITION OF CONDEMNED STRUCTURES ADOPTION OF A NEW ZONING ORDINANCE IMPROVEMENT OF CITY HALL PARKING LOT Here are three of the goals included in focus area #1. The first was completed, the second is in progress, and the third is planned for a later year. 5
  5. 5. EXECUTION OF THE MASTER FACILITIES PLAN 40% 28% 32%1 STRATEGIC AREA #2 Completed % Past Due % Not Yet Due % Strategic Area #2 focuses on infrastructure and economic growth and diversity. 6
  6. 6. GEOGRAPHICAL INFORMATION SYSTEMS USE, NEEDS AND FUNDING PROJECT COMPLETION – PHIL GAINER COMMUNITY CENTER RENOVATIONS AND SANITATION GARAGE COMPLETE A VEHICLE MANAGEMENT PLAN Here again are three examples of milestones. The first was completed, the second is in progress, and the third is planned for a later year. 7
  7. 7. IMPROVED COMMUNICATIONS 42% 42% 17%1 STRATEGIC AREA #3 Completed % Past Due % Not Yet Due % Strategic area 3 focuses on improving the flow of information from the City and increasing public engagement. 8
  8. 8. DRAFT AN EMERGENCY COMMUNICATIONS PLAN CREATION OF A CITIZEN ACADEMY TO LEARN ABOUT GOVERNMENT AND OPERATIONS DEVELOP A PLAN TO DRAW CORRIDOR H TRAVELERS INTO ELKINS Three milestones for this area. The first was completed, the second is in process, and the third is planned for a later year. 9
  9. 9. ENHANCEMENT OF GOVERNANCE 40% 33% 27%1 STRATEGIC AREA #4 Completed % Past Due % Not Yet Due % Strategic area 4 focuses on the city government’s structure, policies and practices, with a goal of ensuring we are working as efficiently and effectively as we can for the citizens. 10
  10. 10. REVIEW OF THE STRATEGIC PLAN AND HOME RULE AUTHORITY STUDY THE CITY MANAGER FORM OF GOVERNMENT CREATE INFORMATIONAL PACKETS FOR NEW RESIDENTS Just submitted our annual report to the Home Rule Board. All are available online. For these milestones, the first was completed, the second is in process, and the third is planned for a later year. 11
  11. 11. EXPLORATION OF CITY BOUNDARY EXPANSION 68% 26% 5%1 STRATEGIC AREA #5 Completed % Past Due % Not Yet Due % Strategic area 5 is focused on opportunities for expansion, both by expanding boundaries and economic opportunities. 12
  13. 13. Elkins is a dynamic and growing community of 10,500 people, serving as a regional hub to 50,000 people for industry, health care and education, as well as a tourism hub to the mid-Atlantic. We are the gateway to vast outdoor recreation that includes, the Monongahela National Forest, WV State Parks, wilderness areas, ski resorts, hiking and biking trails, river access, scenic train excursions and much more. The community’s economic base has continued to diversify and strengthen, showing growth in existing and new manufacturing, high-tech and service businesses. In the past five years the per capita income of Elkins’ residents has increased, as well as the population of people under the age of 40. Elkins boasts a bustling and beautiful downtown, with plenty of affordable and mixed housing options; new restaurants and shops opening with frequency; and abundant pedestrian and bike mobility routes. Elkins has recently been named the most livable community in West Virginia, and the 4th Best Small Town in the United States. Our “Unexpectedly Cool” city has achieved its enviable rankings by being at the forefront of change; charting its own path; being authentic; and relentlessly focusing on attracting young people and young families. Elkins is renowned for its support of skilled trades and craft workers. This has become a competitive advantage for the city. Many skilled plumbers, electricians, high-tech workers, professionals, and crafts people, as well as artists and tradespeople call Elkins home, and live and work side by side in the downtown. Existing artisan retail spaces and festivals along with a new outdoor amphitheater and live performance theater have provided venues for both tourists and locals alike to enjoy. Thanks in large measure to the West Virginia Roads to Prosperity Bond Issue of 2017, construction of Corridor H has advanced much more quickly than expected. Elkins has succeeded in capturing a huge number of motorists traveling on Corridor H as a result of an effective signage and wayfinding program and has been able to impress them by creating an avenue through the City that emphasizes its beauty and opportunity. The city’s arts, culture, and history venues, as well as parks, trails, restaurants,bars and hotels are flourishing as a result of the influx of tourists and the growing residential population. Elkins is widely recognized as a leader in high quality, innovative health care, constantly evolving and creating new partnerships to serve the needs of the community and the region. A nearby, long-term treatment facility, made possible by state and federal funding, is directed at confronting addiction, and helps to support the goals of the City in creating successful pathways to link recovering addicts with jobs and to contribute to the growth and success of the community. These efforts, and those of our dedicated police and fire departments, have earned Elkins the reputation as a safe community, as well as a clean and livable community. Elkins’ reputation for new, efficient and affordable infrastructure, along with proactive planning, is a draw for new businesses coming into the area, and serves as a platform for the success of existing and expanding businesses. Elkins is the first town in West Virginia to have successfully upgraded its water, sewer and fiber-optic infrastructure. Recent investments and improvements to the Phil Gainer Community Center, City Hall and the Sanitation Department will serve residents and the community well for years to come. Our focus on river-front clean-up and redevelopment is the talk of the region, particularly the centrally located boutique hotel providing one of the most unique experiences in the State. Elkins and Randolph County continue to explore opportunities for cooperation including metro government and internal organizational changes, in order to provide financial savings and effective services across the area. The city has studied and collaborated with other communities around the State and region in recent years, learning from their successes and failures, borrowing and implementing best practices, and all for the purpose of putting itself on the path that has made it the most livable and most admired community in West Virginia. A final look at the 2023 Vision Statement with some significant sections highlighted. These are the goals of the plan and if the City is successful in achieving 100% completion in every focus area, there is no reason why we can’t realize this vision. 14
  14. 14. MUNICIPAL FUNDS • General Fund • Water Fund • Sewer Fund • Landfill Fund $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 2012 2013 2014 2015 2016 2017 2018 City of Elkins General Fund Revenues Expenditures This slide shows the funds the City must work with. The General Fund is the primary/general operating fund and sees the majority of the City’s revenues and expenditures. However, we also operate separate enterprise funds (water, sewer and landfill) as required by State Code. These funds cannot be intermingled. Example – cannot use General Fund revenues to pay for sewer projects. 15
  15. 15. MUNICIPAL SALES AND USE TAX TOTAL COLLECTED TO DATE = $1,371,380.72 $748,565.25, 88% $101,434.75, 12% FY 2019 Predicted $850,000 $622,815.47, 62% $377,184.53, 38% FY 2020 Budgeted $1,000,000 Now let’s take a look at the Sales and Use tax revenue and how the implementation of this tax is facilitating the City’s ability to accomplish the goals set in the Strategic Plan. FY19 is complete. We are only 5 months in to FY20, but more than halfway to our predicted revenues. 16
  16. 16. STRATEGIC AREA #1 – REDEVELOPMENT AND BEAUTIFICATION $555,200 Demolition Fund $100,000 Streetscape Plan $50,000 Police Department Staffing $125,000 City Hall Parking Lot $200,000 City Arborist $1,200 Matching Grant Fund $50,000 Hanging Basket Expansion $45,000 Zoning Ordinance $1,000 Tablet Square $33,000 Again, we will go through each Strategic Area and see how monies have either been budgeted or expended in relation to the goals. 17
  17. 17. STRATEGIC AREA #2 – MASTER FACILITIES PLAN $365,000 Phil Gainer Community Center $90,000 City Hall $200,000 GIS $75,000 18
  18. 18. STRATEGIC AREA #3 – COMMUNICATION $47,000 External Affairs Specialist $40,000 Direct Marketing Funds $7,000 19
  19. 19. STRATEGIC AREA #4 – GOVERNANCE $35,100 Charter Changes/City Manager $6,400 Employee and Officials Training $6,700 Codification $20,000 City Hall Kiosk $2,000 20
  20. 20. STRATEGIC AREA #5 – CITY EXPANSION (NONE) ADDITIONAL EXPENDITURES 4 Police Cruisers $36,000 15 Snowflakes $7,000 City Hall Improvements $43,000 Outside Contributions $18,000 Items that were not specifically identified in the plan, but contribute to the goals therein, and would not have otherwise been possible without the additional revenues. Not pictured is the new Compensation and Classification Plan permitting annual merit-based raises for all city workers, as well as raising the base pay for many jobs throughout the organization. This translates to improved morale, work quality and quantity, and retention. 21
  21. 21. 42% 32% 26% 2018-2023 STRATEGIC PLAN Completed % Past Due % Not Yet Due % $1,100,000, 80% $270,000, 20% SALES TAX AND THE STRATEGIC PLAN Sales Tax Obligated to the Strategic Plan Sales Tax Not Obligated to the Strategic Plan 14 MONTHS IN – 49 MONTHS TO GO (OCT. 2018) (DEC. 2023) The chart on the left shows progress on the strategic plan. The chart on the right shows the relative portions of sales tax revenues to date that are budgeted for strategic-plan and non-strategic-plan purposes. 22